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  • Useful Advices - Be Interested, Not Interesting

    I had an interesting conversation on the phone during class the other day. This took place over the course of 20 minutes or so with the class listening in on the conversation. Here are some of the details I can recall.

    I
    According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
    called on a prospect that was entrenched with another supplier. After asking and receiving his permission to speak we covered all the reasons why he liked his current supplier. At this point my goal was to pinpoint what wa
    ; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

    Examples of combination products may in
    of importance or value to him. I asked if he was aware of the current recall of a certain part of equipment his supplier recalled. My intention was not to attack the supplier rather instead to be sure he was aware of a po
    lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

    tential problem. He said he was aware and that the supplier had done a good job of handling the situation.

    Rather than attacking that supplier (never down talk the competition), I chose another tact. I asked "If we could
    here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
    o a better job than your current supplier, would you be open to considering what we have to offer?" His initial response was no.

    So again I asked more questions about how was currently doing business and kept coming back
    d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

    Combination pro
    o the same question above in different forms.

    "What would we need to do to have you consider us as an additional supplier?" The answer was still no I'm not interested.

    "What is it that you look for in a supplier and if w
    ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
    e could provide all those requirements would you be open to evaluating our products?" Again he responded with he was happy with his current supplier.

    I asked if he had heard or had any experience with our company and he r
    easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
    plied he had a bad experience with another competitor and therefore was leery of considering replacement or adjunct suppliers. We agreed that his experience sounded unpleasant and I reminded him that we were not that suppl
    nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
    ier.

    He mentioned that one of his executives had an experience with us where he had to take his equipment in to be repaired, which was time consuming. I explained we now offered on-site service that would eliminate that p
    and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
    oblem.

    I kept the focus of the conversation on him and what was of value to him and why. I used good old-fashioned curiosity rather than giving up.

    After letting him go on about his current supplier for a bit, I asked, "
    ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
    hat would we need to do to do business with you?" This question did the trick. He detailed all the specs of the type of equipment he was currently using and said our product would have to meet all the specs plus have a bet
    ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

    Following aspects would a
    ter price.

    I started asking about the current amounts of equipment he had in use and how often he was buying new equipment and in what quantities. This gave me the idea of the profitability to our company over the long ru
    dd to the challenges in developing combination products:

    Which markets to tap where the combination products can do fairly well?
    Which combination prod
    if we could get our foot in the door.

    So I followed with "What specs would our equipment need to have for you to test or evaluate it?" He rattled off a dozen different things including specific amounts of memory, input-o
    cts are meaningful and rational?
    Which therapeutic categories to select?
    Which Combinations can address unmet needs of the patients?
    Do combin
    utput speed and the ability to connect with his current storage system. Once the specs started pouring out I knew I had gained the opportunity I was looking for which was for him to be open to considering another or additi
    tions increase the patient compliance?
    What would be the developing cost?
    How to tackle the risks encountered during combination product developmen
    nal supplier.

    So I took that information and asked my next question. "So what you are saying that if we had a piece of equipment that would meet or exceed those specs you would consider looking at it?" He came back with t
    t?

    As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
    ere would need to be no shipping charges. I said we would pick up the shipping charges.

    He came back with he would need time to conduct the evaluation. I asked how much time. He said at least 30 days. I asked if 60 days w
    ping new procedures for reviewing their safety, efficacy and quality.

    Professional from academic institutions, pharmaceutical industries, health care indust
    ould be enough time and he said plenty.

    I summarized the conversation and the specs that were required in the equipment that he was going to receive and then set up a Sales M.A.P. (mutually agreed upon process) where we w
    y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
    uld configure the equipment and deliver it to him. I asked for his email so I could forward some detailed product specifications to him and said I would follow up with a phone call to be sure he received the email and to s
    .

    As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
    et up a time to drop off the equipment.

    Learning to reframe situations in terms of what is important or of value to the other person combined with "If we could help you do it better, faster or less expensively" seems to m
    elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

    Companies that provide selfless information through particip
    ke it harder for a person to say "no". Add this with being interested in what the other person is saying instead of trying to interesting by telling why you think your products are better and you have a winning combination


    tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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